GIODN Official Blog
O.D.’s role in facilitating Recovery, Revitalization and Recommitment with Carol Rosener
- July 15, 2020
- Posted by: Dr. Cindy Banyai
- Category: Thoughts
GIODN was joined by special speaker Carol Rosener to discuss the 3R’s for OD to lead: Values, Recommitment, and the ‘New Normal.’ Two main topics were discussed in this virtual meeting that focused on organizations re-opening post COVID-19 and the Black Lives Matter civil movement from personal, team and organizational perspectives. The 3 R’s are recovery, revitalization and recommitment. The intended outcome of this topic are processes and tools to enable positive, sustainable decisions, actions and capabilities. Additionally, one should also decipher the change curve phase, charge to calibrate our own assumptions and the peer learning process.
Carol Rosener shared a quote by Haruki Murakami, “When you come out of the storm you won’t be the same person who walked in. That’s what this storm is all about.” Psychological well-being plays a huge part in changes post COVID-19. The Salesforce CEO said that workers seeking mental health counseling increased by 36% once COVID-19 was evident. Synchrony Bank’s distress hotline calls also increased for mental health issues including fear of the pandemic, isolation, and domestic problems. These statistics were all recorded before George Floyd’s tragic death. As protests endure, Black professionals weigh how much to share in professional life and state, ‘This is my day job, being black is like my other job.’
Unlearning and Agility
“Unlearning” is another important sign of adaptability, according to Fratto. Active un-learners seek to challenge what they presume to already know and instead override that data with new information. “Adaptability is not fixed,” he adds, noting that everyone has the capacity to measure, test and improve their ability to adapt to new circumstances. How do you calibrate assumptions in this new environment to be sure we are updating our own thinking in a new landscape? Rosener states that we must adjust to new technology and different processes.
The William Bridges Change Model portrays three working parts: The Ending, Neutral Zone, and New Beginnings. The Ending Stage comes first, and consists of confusion, reservation, frustration, denial and uncertainty. Next, the Transition/Neutral Zone involves creativity but also anxiety, innovation, resistance and some confusion. Lastly, New Beginnings come with accomplishment, high energy, learning, commitment, relief and ambivalence.
Bain and Co’s Culture Model
Bain and Co’s Culture Model is composed of the organization’s Internal Compass and Actions. Culture of an organization is the collective behaviors of your organization. This equates to individual behaviors multiplied by the number of employees. The companies culture falls in the middle of the model. The Internal Compass is made up of the companies’ Purpose and Values. Purpose is the ‘North Star’ and guides your response to crisis. Values should be communicated in a meaningful way when your colleagues need to hear them the most. The Actions in the Culture Model are related to how you organize as a leader, how you lead, how you manage talent and how you interact. It is important to reallocate resources and adapt to how you work to respond to crisis and ask leaders to model the right behaviors. Incentivizing colleagues to do the right thing for customers in need and building rituals and routines are also critical actions.
Accountability and recommitment to values
Accountability and recommitment to values is an important component of leading an organization. We need to know who is accountable in a situation and who is not. Carol Rosener uses the example of George Floyd to represent recommitment to values. The GoFundMe for his 6-year-old daughter, Gianna, surpassed over 1 million dollars. The public would rather recommit their dollars to the Black Community and making a change.
Watch the virtual meeting here.